ADMN 232 Exam Questions and answers With complete solution| RATEDA+

ADMN 232 Exam Questions and answers With complete solution| RATEDA+Management - getting work done through others Efficiency - getting work done with a minimum of effort, expense, or waste Four Functions of Management - planning, organizing, leading, controlling Planning - determining organizational goals and a means for achieving themOrganizing - deciding where decisions will be made, who will do what jobs andtasks, and who will work for whom Leading - inspiring and motivating workers to work hard to achieve organizational goals Controlling - monitoring progress toward goal achievement and taking correctiveaction when needed Top Managers - executives responsible for the overall direction of the organizationMiddle Managers - responsible for setting objectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives first-line managers - managers who train and supervise the performance of nonmanagerial employees who are directly responsible for producing the company'sproducts or services Team Leaders - managers responsible for facilitating team activities toward goal accomplishment Managerial Roles - interpersonal, informational, decisional Interpersonal Roles - figurehead, leader, liaison Figurehead Role - the interpersonal role managers play when they performceremonial duties leader role - managers motivate and encourage workers to accomplish organizational objectives liason role - managers deal with people outside their units ONLYSTUDENTS STORE 2025 ALL THE BEST ONLYSTUDENTS STORE 2 DO NOT COPY Informational Roles - monitor, disseminator, spokesperson monitor role - Managers scan their environment for information disseminator role - managers share the information they have collected with their subordinates and others in the company spokesperson role - Managers share information with people outside their departments or companies Decisional Roles - entrepreneur, disturbance handler, resource allocator, negotiator entrepreneur role - managers adapt themselves, their subordinates, and their unitstochange Disturbance Handler Role - the decisional role managers play when they respondtosevere pressures and problems that demand immediate action resource allocator role - managers decide who will get what resources and howmanyresources they will get negotiator role - managers negotiate schedules, projects, goals, outcomes, resources, and employee raises Technical Skills - the specialized procedures, techniques, and knowledge requiredtoget the job done Human Skills - the ability to work well with others conceptual skills - skills that involve the ability to picture the organization as awholeand the relationship among its various parts Key Characteristics of Leaders who Derail - 1. Difficulty in changing or adapting2. Problems with interpersonal relationship 3. Failure to build or lead a team. 4. Failure to meet business objectives. 5. Too narrow a function orientation Strategies to Prevent Derailment - executive coaching, leadership training, self- awareness, creating effective processes and feedback Scientific Management - studying and testing different work methods to completeajob. Fredrick W. Taylor - Father of scientific management ONLYSTUDENTS STORE 2025 ALL THE BEST ONLYSTUDENTS STORE 3 DO NOT COPY Soildering - deliberately working at less than full capacity Four Principles of Scientific Management - 1. Develop a science for each element of apersons work. 2. Scientifically select and train, teach and develop the worker. 3. Heartily cooperate with the worker so as to ensure all of the work is being doneproperly. 4. There is an almost equal division of the work and the responsibility of manager andworker. Frank and Lillian Gilbreth - time and motion studies Motion Study - breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive Time Study - timing how long it takes good workers to complete each part of their jobsHenry Gantt - developed the Gantt chart Gantt Chart - a graphic chart that shows which tasks must be completed at whichtimes in order to complete a project or task Bureaucracy - the exercise of control on the basis of knowledge, expertise or experience. Elements of Bureaucratic Organizations - 1. qualification-based hiring 2. merit-based promotion 3. chain of command 4. Tasks and responsibilities clearly defined 5. impartial application of rules and procedures 6. recorded in writing 7. managers separate from owners Henri Fayol - Developed five functions of managers and 14 principles of management. Mary Parker Follet - Developed the approach of constructive conflict Fayol's 14 Principles of Management - 1. Division of work. 2. Authority and responsibility. 3. Discipline. 4. Unity of command. 5. Unity of direction. 6. Subornation of individual interest to general interests. 7. Remuneration of personnel. 8. Centralization. ONLYSTUDENTS STORE 2025 ALL THE BEST ONLYSTUDENTS STORE 4 DO NOT COPY 9. Scalar chain. 10. Order. 11. Equity. 12. Stability of tenure of personnel. 13. Initiative. 14. Eprit de corps. External Environment - forces and events outside a company that have the potential to influence or affect it Environmental Change - the rate at which a company's general and specific environment change. Stable Environment - rate of change is slow Dynamic Environment - rate of change is fast punctuated equilibrium Theory - Companies go through long periods of stability, followed by short periods of dynamic, fundamental change, and then a newequilibriumEnvironmental Complexity - the number and the intensity of external factors intheenvironment that affect organizations simple environment - Includes few factors Complex Environment - Includes many factors Resource Scarcity - the abundance or shortage of critical organizational resourcesinan organization's external environment environmental uncertainty - how well managers can understand or predict theexternal changes and trends affecting their businesses General Environment - the economic, technological, sociocultural, and political/legal trends that indirectly affect all organizations Specific Environment - unique to a firm's industry directly affects the way its conducts daily business 4 Components of General Environment - economy, technology, sociocultural, political/legal Economy - Business Confidence Indices show how confident actual managers areabout future business growth. ONLYSTUDENTS STORE 2025 ALL THE BEST ONLYSTUDENTS STORE 5 DO NOT COPY Technology - the knowledge, tools, and techniques used to transforminputs intooutputs Sociocultural - Refers to the demographic characteristics, general behaviour, attitudes, and beliefs of people in a particular society. Political/Legal - Includes laws, regulations and court decisions that govern andregulate business behavior. Specific Task Environment Components - Customers, Competitors, Suppliers, Industry Regulation, Advocacy Groups Reactive customer monitoring - identifying and addressing customer trends andproblems after they occur proactive customer monitoring - identifying and addressing customer needs, trends, and issues before they occur Competitive Analysis - Deciding who your competitors are, anticipating competitor'smoves, determining competitor's strengths and weaknesses Supplier Dependence - the degree to which a company relies on a supplier becauseof the importance of the supplier's